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tv   [untitled]    January 25, 2015 4:00pm-4:31pm PST

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prrp. >> good morning everyone, this meeting will come to order. this is the regular meeting of the government audit and oversight committee oopbd it's also my last meeting as chair of the committee. i'm london breed, i'm the chair, and to my right is our vice chair, supervisor katy tang and the clerk is erica major. i'd also like to thank jim smigtd and erica low for broadcasting us today. madam clerk. >> please make sure to silence all cell phones and electronic devices. completed speaker cards and copies of any documents to be included in the file should be submitted to the clerk. items acted upon today will appear on the february 3 board of supervisors agenda
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unless otherwise stated. item 1 is a hearing regarding the controller's exhaustive review of city performance in the city-wide annual report. >> thank you, i just had a few comments to make before we begin the process of this hearing. i called for this hearing today about the performance of our city government. in late november the city controller's office through the great work of pelg stevenson and of course city controller released the city-wide measurement report. the report measures the performance of every department from the mta to the academy of sciences using a variety of methods. you can see the percentage of 311 calls answered within 60 seconds or the total number of training hours the department of human resources delivered last year. the report shows the early
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impacts of federal affordable care act as we see healthy san francisco enrollment dropping consistently. we also see a dramatic increase in muni-related crime which could speak to the cell phone safety issues we have worked on here in san francisco. but what is most important 20 me is the report can help us evaluate how or if our investment in staff and resources are actually paying off. this is ultimately the most important thing the board of supervisors as a legislative body does, it allocates resources. the report can give us real data about how effective those allocations have been. for instance, the police response dropped by 20 seconds. with mayor lee's leadership we have invested in many new police
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academy classes in the last few years. are the lower response times evident that our investments are actually paying off? likewise, the reports show that our park scores are improving. is this due to voter-approved park bonds? this is a fascinating report in the guide post and the work that we do here during the budget process so today i've asked the controller's office to provide us with a report and some notable examples. thank you again for this excellent report. >> thank you, good morning, supervisors, my name is natasha, i'm project manager with the city. as you know, we run the city pf wide performance program. as part of that program we collect and report on measures for each of the 48 city departments. we do
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an annual report we collect measures at least twice a year, we issue a quarterly government barometer that lists some of the key strategic goals the city has and how we're performing, we issue some quarterly benchmarking reports that take a subject matter and really dive in to see how we're doing against our peers. we're helping departments with some technical assistance on improving their data visualization and possibly developing a stat program that we'll talk about a little later, as well as our sf open book that's a larger effort of the controller's office to be transparent about our funding, et cetera, that you can access on the web. so today i'm here to talk about the fiscal year 2013-14 annual report. going to go through and just select a couple of measures for each of the major service areas and hopefully address some of supervisor breed's comments. i will say at the end i'm
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going to talk a little bit about how we're growing and expanding the program. i was recently appointed to manage this program as the full-time piece of my job as well as hiring some additional staff, so we do plan on improving and expanding and getting to some of these questions that we can betder understand what policy makers might need. so in the annual report, we have measures for all the departments, there's over a thousand of them so it's a really comprehensive review. in the report we include information from the last few years but we've been collecting data for close to 10 years on some of these measures and, as i mentioned, we do update them on a regular basis. today i'll walk through the 5 major service areas and just pick a couple from each of these. the first one is health and human services. as supervisor breed mentioned the impact of the affordable care act on san
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francisco is tremendous in many ways and what we're highlighting in many ways is the number of health san francisco participants. the healthy san francisco program isn't insurance an as of january 1st of last year the aca requires most individuals have insurance or pay a penalty. there's also been an expansion of medical which has gotten more people on that program. so dph has a goal of transitioning the healthy san francisco participants on to a insurance product like medical or something like covered california, the state's health care exchange. seeing that these numbers at the introduction of aca, you see that dotted line, the healthy san francisco numbers have gone down because dph is transitioning people into medical and other services. they are doing outreach to train staff to screen healthy san francisco participants, they are doing community
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outreach events and then communicating directly with healthy san francisco participants to get them on to another type program. so moving on the next example we have in health and human services world is the number of individuals receiving food stamps. as you will see in the past few years the number has increased rather dramatically. this is a policy decision by the city to expand to invest more in meeting the community's needs. so the mue man services agency put out an effort to identify and assist getting more people who are eligible for this to get enrolled, doing better outreach, helping people, developing systems in place to increase this and this is what we're seeing as an example. in the public safety realm, the first one we have is the average jail population. this is for the last 6 years or so. there has been a healthy
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increase here, which isn't a surprise. i know you have prop 47 as the next item on the agenda. another possible factor is the state realignment which is where the state shifted responsibility for monitoring and tracking lower level offenders bound for state prison to the state level. we also had changes in the parole and the county san francisco in particular, is less likely to incarcerate than the state, which could be a contributing factor. because of this decline we have been able to reallocate we have closed a couple pods, like the one in san bruno you can see in the next slide the adult probation department. there's also a decreasing probation case load. this is for all those who are sentenced to probation terms for misdemeanor and felony convictions and the adult
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probation department has been going towards a research-based probation supervision department, that provides a risk assessment, providing service referrals and motivational interviewing resulting in an increase in successful probation terminations and a decrease in unsuccessful terminations. in culture and recreation, we have the library. i selected this metric here with a lot of wonderful metrics, like all departments, but here showing the average daily wi-fi users. you can see a big increase particularly in the branch libraries. at the same time we have had the big bond program, the branch library improvement project that has recently completed all 24 branches that were slated for renovation or being rebuilt are open. libraries also making significant investments into
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technology initiatives because they do want to make available better technology everything from providing increased wi-fi, they are working with the department of technology to put in fiber connection that would reduce our reliance on contracting out for wi-fi services, they are doing a lot of projects to increase the number of laptops, to self-check in and even moving toward a new catalog system that will be a lot more user-friendly than it is now. again, as supervisor breed mentioned in her introduction, the park scores are continuing to grow. the park standards were created about 10 years ago, a joint effort between the controller's office and the recreation and parks office with part of the city charter to develop standards to better understand the condition of the parks. what's interesting about this is that you can see in the early years the scores were pretty low. there were a lot fewer parks scoring above 90 percent and even as you go
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through 2006 2007 and 2008 you will see there's a big increase in the scores. getting to this level of impact of staffing and budgeting decisions, around that time there were 35 gardeners and a significant number of kuft custodians and we saw a significant impact on the department. this is also a case of a department figuring out how to measure what you are working on. it's difficult to measure, sometimes you don't know what you are measuring, you don't know how to use it and it takes a while to get into the culture how to use the information to implement change. this is a really big piece of the rec department operation which is why they significantly have had high scores. we have had 3 big bond programs over the last 14, 15 years in 2000, 2008, 2012, and we are seeing some of those scores reflected here.
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however, these scores really rely a lot more on maintenance and cleanliness so it's the staffing here that will make the biggest impact on scores. just to show you a little bit by district, we do report both by district as well as their internal management organization of the park. so this is more for the public to better understand how the scores are falling out. this year for the first time there was the widening between the best performing and the lowest performing districts got a little bit bigger so recreation and parks department is looking at strategies to narrow that gap again because it is very important that we are providing consistent services across the city. just for an example of a couple play grounds that were part of the bonds, we have fulton playground in district 1. this past year it scored 99.8 percent, which was the second highest and it was largely due to capital improvement project that had
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been completed with a new playground resurfacing the basketball court and we have a few examples of that throughout the city. moving on to transportation and public works, what we're showing here is the average cost per boarding for each person who is boarding a vehicle operated by sf mta costs have been going up and going up slightly. part of this reason is the past year they have been hiring additional staff. the salaries and benefit costs have been increasing and they have been doing more maintenance. here we will probably see more changes. you know recently we have been having some big investments, the bond that just passed in the fall that will make a big improvement in the transportation system. i know this was presented to this committee earlier this year, we did one of our benchmarking quarterly reports on the sf mta and compared to the cost per boarding that i
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just showed for this year, this shows how we compare to peers. it's the operating cost per serving each person who boards a vehicle. as you can see we are comparing favorable to peers in the middle or a little bit lower. i'm sure our numbers are changing this year but other jurisdictions could be changing this year. the second piece of transportation public works is public works. so as you know in 2011 we passed the road repaving and street safety bond that allocated $149 million toward street repaving and resurfacing. so what we're seeing here is the number of blocks treetded annually. you can see there's been a big jump in the last couple of years. in addition to the bond funding in the most recent two-year budget an additional $83.5 million dollars has been added to extend that project so we should see an average of 800 blocks that are resurfaced or
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preserved. and what preserved is doing is taking a road that isn't in horrible shape and maintaining it before it falls apart and it will be a much larger investment to actually do the repaving. actually i'm going to talk a little bit about dpw they have a fully grown stat program. they have monthly or quarterly meetings -- monthly meetings, excuse me -- to meet with all of their division and section supervisors to go over a series of metrics. they are really looking in very great detail, this slide and the next one was taken from one of their monthly dashboards. and they are using this information to make realtime changes. it's a really interesting program and a great molds for other operating type departments to use.
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311 recently in the past
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fiscal year launched a mobile app what happened is about 30 percent more requests have now come in to 311, about one-fifth of those that are part of the mobile app, so it's been a great investment to include more feedback from san francisco residents and visitors. then the final one is from one of the benchmarking reports we did this past year which is looking at the financial condition of the city. a very in-depth look at how we're performing compared to our peers, everything from debt to mention liabilities. i selected this one, it's a little bit easier to understand and we've done some things to help it. this is a percent of the bonded debt we have for all these bonds we've been talking about in the other metrics as a percentage of the taxable assessed value of the property within our city, which is a good metric of the property tax we'll be taking in. as you can see we are much lower than our peers here. we have a cap we
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put in place of 3 percent back in 2009 with prop a that also created the two-year budget and the 5-year financial be plan. it's a good healthy metric of our financial performance and management. let me just talk briefly about some of the upcoming activities we have. we have a fiscal year 14-15 quarter 2 government barometer that will be coming out in the next month or so again highlight some of those key measures we're tracking city wide. we have 3 benchmarking reports in progress, the first is on museums looking at our museum here in the city that receives funding compared to other jurisdictions that also receive municipal funding. we have one looking at the population health working with dph to look at some of the key measures they track city-wide and we're in the planning phases of a police staffing benchmarking report that we hope to have
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ready early april. we are also working with departments right now to input the measure, update the midyear updates and we're going to be expanding the program that i mentioned briefly at the beginning. so with the additional staff commitment that the controller's office is making we really want to make sure that we're tracking the right measures. we have a lot of measures right now it's great the departments have been doing this for 10 years but it's time to go from tracking activity and output to tracking efficiency, tracking outcome. we have a couple examples here but i think we have a lot of work to do to work with departments. some are like dpw have really robust stat programs. others are willing and don't have the tools and we have those technical resources that we can help them and others may not and it will be a longer process to work with them. so we're really looking at improving the reporting to the public as well as the policy-makers. we're really interested in hearing what kind
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of things will be useful for you to make policy decisions. we're going to be working with departments to really towards a culture of performance management, of using this data and not just collecting it and reporting on it for the sake of that. >> right. thank you. >> any questions? >> supervisor tang >> thank you so much for your presentation. i appreciate the overview. i'm happy to follow up with departments. i think the overview you provided us gives us information to be able to talk to some departments specifically. for example, looking at the park scores, very alarmed that the 3 districts scoring lowest happen to be on the periphery of the city. just take for example district 4 where we actually had most of our parks and play
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grounds redone through the parks bond, yet why is it still one of the lowest scores if they are so new. so i just wanted to thank you and appreciate the information you have provided so we can better follow-up with some of our departments on some of these issues. then i'm wondering if you can also send us an electronic copy of the presentation? thank you. >> i will also send the parks report, annual report. we do a full piece just on those park scores that will give you some explanation and also the details on the particular parks and how they are scoring. some of them may also have been closed and not rated before they were reopened, which could be part of it. >> uh-huh. again, thank you for all your hard work. >> thank you. at this time we are going to open this item up to public comment. if there are any members of the public who would like to provide public comment at this time, please move forward. seeing none, public comment is closed. again, thank you for this
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report. i look forward to future reports and i do think that this is definitely, as i said in my opening remarks, this is a way in which we as policy makers can evaluate the effectiveness of the funds that we dedicate to many of these departments in order to make sure that they are serving the public's best interests, so i do really appreciate your thorough report but anyone who is interested in any more details can go to the controller's web site and review the hundreds of pages of the report but more specifically it's a very organized report and there's also the opportunity to look for information and specify what you want to see and develop your own chart. i mean, it's really an incredible tool to use in order to understand how these dollars are impacting the public. so again thank you and with that is there a motion to table this item? >> i would like to make a motion to file the hearing.
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>> okay, without objection this hearing is filed. madam clerk, please call the next item. >> item no. 2 is a hearing to review the impacts of proposition 47 on the city and requesting city departments to report. >> okay, and at this time we would like to welcome to the stage supervisor malia cohen. >> thank you, very much. hello, everyone, are you ready for the highlight of today's committee hearing? i'm excited. colleagues, thank you. i am excited, this is a really important topic. we need a little excitement when we're dealing with these important life and death issues. as many of you know prop 47 was passed last november by the voters. the measure changes low level, nonviolent crime such as simple drug possession and shoplifting from felonies that carry prison terms to
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misdemeanors. now, the change, however would not apply to any serious or violent offender. now, up to 10000 state inmates are expected to be impacted by this measure. the measure is also anticipated to save the hundreds of millions of dollars which will be channeled into safe neighborhoods and school funds for items such as anti-crime programs as well as truancy prevention programs. now, i requested this hearing so we can begin to better understand how prop 47 will impact san francisco right here on the local level. now, this also is including -- also includes how we can begin to generate a greater return on the investment in public safety with the projected savings from this particular initiative. now, there's been some media coverage about a report that i commissioned from the budget legislative and analyst to get
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a snapshot of our violence prevention programs that we have going on in san francisco. more specifically, how much money are we spending and which departments are part of our public safety arm. that is also in the background of this particular part of the conversation. what thagive analyst found is that we're spending 47.5 million dollars annually on city-wide programs and there's very little coordination. so why we're here today is because i really would like to understand how departments plan to coordinate on the implementation effort as this initiative will require involvement from multiple departments including adult probation, the police department, the district attorney's office, the public defender's office as well as the sheriff, all of whom we are going to hear from today. with that i'd like to first
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start with the first presentation from the district attorney's office. we have miss christine deberry, chief of staff for the district attorney, mr. george gascon. before you begin i'm going to also go down the next speaker we will hear from will be the police department i don't see chief stir here but perhaps we have some deputy chiefs? we have commanders, deputy commander bob mosier here. we will also hear after commander bob mosier adult probation, then we will hear from the public defender's office, armando miranda and finally we will hear from the sheriff's department, sheriff ross macareni will join us. miss deberry, why don't we
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hear from you. >> good morning, supervisor cohen, thank you for calling the hearing. happy to be here today to talk about prop 47 on behalf of our district attorney, george gascon. there is a powerpoint, i have no idea how to make it work. >> that's okay, we have talented people to help you. >> i think we emailed it. >> which copy is yours? >> this is the cover page. i can start talking while she works on that so not to waste everyone's time. as this committee is well aware, district attorney gascon drafted this ballot in november after the state legislature was unable to pass a similar measure -- that's police department -- that's okay, i can work without it if i need to. >> this was the only item.
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>> no, district attorney. >> sg govtv, do we have the overhead project or? >> i have my notes on it. the district attorney drafrted this measure in keeping with the work he did when he came here as chief and as his time here as district attorney trying to make sure our criminal justice resources are focused on the most violent members of our community and those we can find alternatives for and we are eagerly looking for those and trying to make sure as the country is having a conversation around incarceration and how do we deal with public safety and incarceration in ways that are smart, keep our community safe but don't end up with every member of the community being incarcerated. these are difficult conversations obviously and we are going through a big transformation in the country. this effort in california is being looked at
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around the country as other states grapple with their overflowing jails and prisons. the idea was to give low level people rather than being branded with a felony conviction to have an opportunity to make amends to their community for the crime they have committed and then be re-integrated in their community hopefully in positive ways that allow them to move forward and still keep the community safe. >> i just want to make a note that your presentation is on the desk top on your computer. everyone's presentations are loaded on the laptop. >> thank you. >> so sf gov tv if we can turn to the laptop. >> the measure did pass in california with essentially a 60 percent support around the state and then our own county here in san francisco at over
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80 percent, indicating obviously that there is wide public support for thoughtful reforms of our criminal justice system that balance public safety with opportunities. i think most people know what prop 47 did, so just very briefly, it reclassified a small handful of nonviolent property offenses to misdemeanors as the supervisor indicated at the gibing of the presentation. those are listed there for anyone who hasn't reviewed the legislation prior to today. what prop 47 did is also permitted people that had already been sentenced, had already completed their sentence, an opportunity to have that reevaluated. so people that were serving prison sentences had an opportunity to petition to have their sentence reduced from a felony to a perform, as do people that are currently on probation or in county jail have an opportunity to petition for that. there are thousands of people around the state this state prison right now.


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